Quick Win Paradox

The

Quick Wins Paradox By Mark E. Van Buren Todd Safferstone

Group Members: Aimal Khan. Waseem Ali Shah. M. Bilal Shah. Asif Zia. Arbab Muhammad Bilal.

Idea in brief New leaders know they must prove themselves

right out of the gate.

Two types of leaders. High performing leaders. Struggling leaders.

Quick win.

To impress their bosses, the leaders try to

attain quick wins; and in doing so, they fall in traps.

These traps not only affect the performance of

these new leaders but also drive down the performance of everyone around them.

The Traps There are five traps, namely: 1.Focusing too heavily on the details. 2.Reacts negatively to criticism. 3.Intimidates others. 4.Jumps to hasty conclusions. 5.Micro manages direct reports.

Focusing too heavily on the details The most common behavior we found

associated with failure in a new leadership role was a tendency to get bogged down in minutiae.

Lack of focus on broader responsibilities.

Reacts negatively to criticism The most common behavior among the low –

performing leaders is a tendency to respond negatively to criticism.

They think that criticism is failure but in fact

they are unable to realize that criticism is a mean for improvement.

Intimidating others

Often employees who come to new roles as

leaders are convinced of their brilliance and rise in the organization, they can be intimidating to others around them.

Jumping to conclusions

Leaders in order to score a quick win jumps

into implementation too quickly without making proper plan.

Micromanaging direct reports Leaders new to their role often make the mistake of

meddling in work they should trust others to do. Unwillingness to get direct reports with respect to the

vision and mission of the organization. Afraid that the decision of others my not comply with

the vision and mission of the organization. Results in micromanagement.

The Remedy Breaking the paradox.  How can the transitioning leaders the quick win

paradox. ?  Collective quick win approach.  Add meaning fully to the success of the business.

Cont’ Two tests for identification of collective quick win. • Can key member of the team see their finger prints on the

outcome.? • Would they sight their contribution wit pride.?

Diagnostic tool to help identify the opportunities. Leaders enthusiasm may be match with team wariness. Leaders are required to build teams and develop peoples.

Importance of collective win Consequences of collective wins are far

reaching. Traps avoided performed 2-3% higher With team building and people development

perform 60% higher

Cont’ Increase credibility of new leader. Measure of success is not the size but the

wisdom acquired. Organization that appreciate collective

quick win make it the corner stone of leadership training.

END